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Much of the conversation around technology today is laser-focused on innovative brands and products, and for good reason. Technology exists to make our lives easier, and the most inventive ideas often have profound, widespread influence — connecting us on a human level across borders, improving the ways we engage with each other on a daily basis and making business more efficient.

Companies constantly strive to debut the next cutting-edge technology, but (contrary to popular belief) innovation doesn't really begin with a brainstorm or even a stellar idea. I believe it is forged when a company establishes a culture of ownership and hones it daily.

A culture of ownership is one in which employees take the product personally. It's a culture in which the product is a reflection of those who make it and one in which passion and creativity fuel every decision. Every member of the involved team carefully curates and crafts every detail — how a product looks, feels and behaves — from beginning to end. Cultivating ownership is the hallmark of establishing innovation. It drives disruptive thinking and ultimately benefits consumers or end business users.

Ownership can drive employee motivation.

People are often motivated to take better care of something if there's personal attachment, connection or investment. When companies develop a culture of ownership, employees feel more connected to their work. As a result, designers, engineers and developers are more likely to continually improve and refine products and let innovation drive the process. Under the right conditions, they view the product as theirs.

From my experience, it's critical that CTOs and more hands-on “builder” CEOs foster ownership internally to ensure products are crafted with the highest possible amount of passion and attention to detail invested. When someone truly owns the process, they believe in it, and products are developed quicker and with higher quality.

As a company leader, you should also implement a “never say no” policy to nurture fresh thinking. Nothing kills a sense of ownership and motivation like “no.” A more positive attitude allows employees to feel empowered to throw all suggestions out on the table for consideration and to take ownership of early ideas. Employees will retain a greater sense of ownership when they are part of discovering the product concept rather than just taking marching orders. After all, they're building the product, so they should also help discover and define it.

Empower bright minds and generate owned ideas with innovation sprints.

One way you can help generate new ideas and empower team members is by hosting and preserving “innovation sprints.” These are workshops aimed at tearing down figurative office walls and providing space for engineers to brainstorm, own an idea, develop projects, showcase their skills and immerse themselves in overall creative thinking.

Sometimes, innovation sprints might be simple lab side projects. Others might require more investment and time, which must be pragmatically set aside, championed by management and protected from the everyday pressures and competing priorities of the workplace. At Lifesize, innovation sprints (and the ownership that comes with them) often influence product direction. Our ultra-committed sprints can entail engineers developing, pitching and testing an idea outside of the office over several weeks.

There are other ways you can fuel the creative process, such as exploring development kits, leveraging industry standards groups and attending conferences. Regardless of your plan to generate ideas, incorporating ownership into the process is key to fostering creativity and producing disruptive concepts and products.

Cultures of ownership start at the top.

A culture of ownership doesn't appear out of thin air; it must start with the top brass. Along with designers, engineers and developers, CEOs and CTOs should care deeply about how a product behaves and how the customer responds to it, paying attention to the details and asking about a bug or something that isn't quite working. Own it. Some might think you're micromanaging, but you're not; you're taking ownership. Again, every product has the company brand on it, and it should be a reflection of yourself and the team behind you.

When the CEO and CTO embody and model the ownership mentality, engineers and developers will likely follow suit. It's the same as every other decision at a company — everything starts at the top. That includes ownership.

Ultimately, I believe it's paramount to remind employees that their work is valued, their role is incredibly important and they contribute to the company's shared mission and success each and every day. That means their ideas will be invaluable, too. Establishing a workplace culture that prioritizes taking ownership of those ideas will benefit employees, the product and customers in the long haul.

Innovation begins before the brainstorm, and it certainly begins well before you start actively working on the next breakthrough product. It's born out of helping employees take pride in their work. That empowerment and foundation of ownership is the true path to innovation.

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Substantially of the conversation about technologies nowadays is laser-focused on revolutionary brands and merchandise, and for fantastic purpose. Technologies exists to make our lives much easier, and the most inventive suggestions generally have profound, widespread influence — connecting us on a human level across borders, enhancing the methods we engage with every single other on a every day basis and generating company extra effective.

Firms continually strive to debut the subsequent cutting-edge technologies, but (contrary to common belief) innovation does not definitely start with a brainstorm or even a stellar concept. I think it is forged when a business establishes a culture of ownership and hones it every day.

A culture of ownership is a single in which workers take the item personally. It really is a culture in which the item is a reflection of these who make it and a single in which passion and creativity fuel every single selection. Each and every member of the involved group cautiously curates and crafts every single detail — how a item appears, feels and behaves — from starting to finish. Cultivating ownership is the hallmark of establishing innovation. It drives disruptive considering and eventually added benefits shoppers or finish company customers.

Ownership can drive employee motivation.

People today are generally motivated to take much better care of a thing if there is private attachment, connection or investment. When organizations create a culture of ownership, workers really feel extra connected to their perform. As a outcome, designers, engineers and developers are extra probably to continually strengthen and refine merchandise and let innovation drive the method. Below the appropriate situations, they view the item as theirs.

From my knowledge, it really is vital that CTOs and extra hands-on “builder” CEOs foster ownership internally to assure merchandise are crafted with the highest attainable quantity of passion and interest to detail invested. When an individual actually owns the method, they think in it, and merchandise are created faster and with larger excellent.

As a business leader, you need to also implement a “never say no” policy to nurture fresh considering. Absolutely nothing kills a sense of ownership and motivation like “no.” A extra constructive attitude enables workers to really feel empowered to throw all recommendations out on the table for consideration and to take ownership of early suggestions. Personnel will retain a higher sense of ownership when they are portion of discovering the item idea rather than just taking marching orders. Soon after all, they are developing the item, so they need to also assistance find out and define it.

Empower vibrant minds and produce owned suggestions with innovation sprints.

A single way you can assistance produce new suggestions and empower group members is by hosting and preserving “innovation sprints.” These are workshops aimed at tearing down figurative workplace walls and offering space for engineers to brainstorm, personal an concept, create projects, showcase their capabilities and immerse themselves in all round inventive considering.

At times, innovation sprints could possibly be very simple lab side projects. Other individuals could possibly demand extra investment and time, which should be pragmatically set aside, championed by management and protected from the every day pressures and competing priorities of the workplace. At Lifesize, innovation sprints (and the ownership that comes with them) generally influence item path. Our ultra-committed sprints can entail engineers creating, pitching and testing an concept outdoors of the workplace more than a number of weeks.

There are other methods you can fuel the inventive method, such as exploring improvement kits, leveraging sector requirements groups and attending conferences. Regardless of your program to produce suggestions, incorporating ownership into the method is crucial to fostering creativity and creating disruptive ideas and merchandise.

Cultures of ownership commence at the best.

A culture of ownership does not seem out of thin air it should commence with the best brass. Along with designers, engineers and developers, CEOs and CTOs need to care deeply about how a item behaves and how the client responds to it, paying interest to the specifics and asking about a bug or a thing that is not really functioning. Personal it. Some could possibly consider you are micromanaging, but you are not you are taking ownership. Once more, every single item has the business brand on it, and it need to be a reflection of your self and the group behind you.

When the CEO and CTO embody and model the ownership mentality, engineers and developers will probably adhere to suit. It really is the very same as every single other selection at a business — anything begins at the best. That consists of ownership.

Eventually, I think it really is paramount to remind workers that their perform is valued, their function is extremely significant and they contribute to the company’s shared mission and achievement every single and every single day. That suggests their suggestions will be invaluable, also. Establishing a workplace culture that prioritizes taking ownership of these suggestions will advantage workers, the item and clients in the extended haul.

Innovation starts just before the brainstorm, and it surely starts nicely just before you commence actively functioning on the subsequent breakthrough item. It really is born out of assisting workers take pride in their perform. That empowerment and foundation of ownership is the accurate path to innovation.

Eliran Assa

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